Healthcare organizations are currently facing a concerning decline in employee alignment, i.e., the feeling among employees of being in tune with leadership and sharing a unified vision with their organization’s mission. According to a recent analysis by Press Ganey involving nearly two million healthcare workers, a noticeable dip has been reported in worker engagement and alignment from 2024 to 2025. This trend was particularly prevalent among doctors and advanced practice providers.
The findings underline an urgent need to reassess strategies for boosting engagement and reinforcing a sense of connection at all staff levels. University Hospitals, based in Cleveland, has responded to this challenge with a strategic aim to ensure its employees feel included and realize their worth to the organization. This insight comes from Dr. Peter Pronovost, the system’s Chief Quality and Clinical Transformation Officer.
He recalls a pivotal exercise conducted in 2021 where staff members were asked to confront and reshape their belief systems to appreciate their significance in the team. It was jaw-dropping yet heartening to hear every participant, from nurses and pharmacists to transportation staff, express a shared sentiment. They resolved to shed any belief of their input not being important or heard and to embrace the conviction that their active contributions make a difference to the team.
Dr. Pronovost recalls experiences from his rounds that spotlighted this initiative at work across three different units. In one unit, an environmental service worker proudly expressed her key role in preventing infections, leading to a year without any central line-associated bloodstream infections (CLABSIs). In another, an employee of the same role brandished an HCAHPS cleanliness measure as a badge of honor, validating his assistance in enhancing the cleanliness score. Lastly, in a unit discussing new deep vein thrombosis technology (the ‘wireless squeezy boots’), an example of an integrated culture became apparent.
While the new technology added workload related to managing the devices’ battery life, a unit secretary stepped forward to take the responsibility of ensuring all the devices were appropriately charged. In conclusion, maintaining employee engagement and alignment is crucial for healthcare organizations. The insights from University Hospitals demonstrate that fostering a culture of shared responsibility and recognizing every team member’s value can apply across various team roles, leading to enhanced alignment and heightened overall productivity. Continued evaluations and strategy adjustments are essential to maintain this positive trajectory.
Source: https://www.beckershospitalreview.com/quality/what-alignment-looks-like-3-uh-stories/